Improving Access to Mental Health Services in New Zealand

Improving Access to Mental Health Services in New Zealand FINLEY FERNAN L. ORDENIZA IMPROVEMENT OF MENTAL HEALTH ACCESS FOR SERVICES AND ITS WELLBEING FOR MAORI PEOPLE ABSTRACT Mental Health and wellness promotion is not a fresh concept for Maori people here in New Zealand, but rather it is new on terms of mental health services that focused more on diseases in the past. Maori people got so many practices and one of them are â€Å"tapu† and noa, manakitanga†, it is a philosophy and native practice of caring for their family when sick and not well. The treaty of Waitangi 1840 was to provide protection and to enhance the wellbeing of the natives in New Zealand called â€Å"tangata whenau†. However the government was trying to deal with different Maori groups to resolve the grievances in the past but then it contributed to as risk factor that affects the mental health/ state of individuals. Nowadays, a distinct view is arising of how the Maori people wanted to view themselves in medium term and the wellness and mental health mean in the perspective of the Treaty, they claim that there was a great improvement on their health except for their mental health as long as the Crown would properly addressed and agrees the socioeconomic, justice and educational issues of the self-determination (tino rangatiratanga) by Maori. According to District Health Board report in 2009/10, approximately 120,293 individuals sought for mental health services and 116,645 of these individuals were seen by the District Health Board while 12,256 clients was by the Non-government Organization, and a great increase by 8.1% from 2008/09 on the total counts of individuals seen. Noticeably 54% of those individuals seen were male. Overall the clients identified as having the highest numbers sought mental health services are the Maori people by 22.4%. Demographically speaking according to the report it shows 2.7 times people living on the deprived area seen by the mental health services compare to the least deprived areas. INTRODUCTION Working as a Community Support Worker in IHC and dealing with those intellectually and mentally challenged clients inspire and helps me in choosing this topic for my research on how things need to be for the improvement of the mental health access for services and its wellbeing specifically for Maori people in line to the Treaty of Waitangi and analysing vital ethics and power cultural safety principles on healthcare practice. Mental health as defined by the World Health Organization is a state of wellbeing of an individual realizing his/her own potential, how an individual copes with the normal stresses in life, on how an individual work productively and lastly able to contribute something to his/her own community. In addition to that, World Health Organization emphasizes the meaning of health, wherein for them it was the overall state of a person’s physical, mental, social aspects and not purely the non-existence of disease or illness. To start with, knowing and understanding the nature and extent of Maori’s mental health should be taken in consideration first to meet their mental health needs and effectively handle Maori’s mental disorders and health problems. Te Rau Hinengaro, a New Zealand Mental Health survey provides vital information and track the trends for the past years till present though this survey report focus more on adult Maoris ranging from 16 years old and over and these result help the authorities track what should be done concerning Maori’s mental health and accessing Mental Health services. On this survey they found vital facts learned that one in every three Maori adults met the criteria for at least one mental disorder on the past 12 months and half of the Maori had been experiencing mental health illness in their lifetime. They also learned that in Maori, developing a single mental health illness was usual. The came out with a conclusion that socioeconomic status of Maori was vital that affects their mental health, and mental health illnesses are most common to Maori people aged 16-44 years old but less common within older age group. Maori women had larger occurrence of having metal health disorder compare to men. Though having higher number affected with mental disorder/illness on Maoris, the number of Maoris who seek health services are lower than non-Maori people. ANALYSIS The topic and issue was all about improvement on the access of mental health services by New Zealanders specifically the tangata whenau or the indigenous people called Maori with proper acknowledgement of Te Tiriti or Waitangi and its respective principles that governs the entire characteristics of mental health service provision. Wherein the Mental Health Commission recognizes the importance of this Treaty as the original outline for relations between the Crown and the Maori people. As a healthcare service provider, the significance of this issue was it open our minds on the existing problem that Maori people experiencing nowadays, in contrary with the Treaty implications wherein it says in article one that with regards to the public funding and delivery of mental health services, it needs significant consultation with the Maori people and they should by involve in the development of those services. The other thing was in article two about Maoris self-determination that gives Maori people with more chances to establish and implement strategies and services that would enhance mental health services, Maoris wellbeing outcomes and mental health status. And lastly, the article three of these implications that the Crown make sure that the Maori receive the same rights of citizenship and benefits that includes the equal access to mental health services, the equal health and wellbeing outcomes, accessible mainstream mental health services that meets Maoris needs. According to the result from the analysis of Te Rau Hinengaro 2003/04 27, it illustrates the Maori people generally have higher rates of mental disorders than non-Maori people and higher level of need for mental health services is not currently met. Continuous and consistent effort should be needed to create pathways of care, the environments and workforce to effective for Maori mental health service users and their family. Whanau Ora carries all Maori aspirations about mental health and delivers an approach that establish whanau capability and gives assistance for Maori families to attain their overall health and wellbeing. For these services to be efficient for the Maori people, they need to meet the comprehensive health and mental needs of the service user in their whanau setting. They should also recognize the contexts of the service user’s being and objectives. Distinguished a Maori world sight in rendering the service and approach appropriately in Maori’s culture, able to point out the barriers to Maori who access mental health services and surge access for Maori to equal access to mental health services. At present, the government proposed a change based on the manual created named Blueprint 2, it emphasizes the recovery approach and the initiative to offer access mental health services for Maori people that are moved by mental health issues here in New Zealand. The Government are focusing on the needs of the Maori people with mental health issues notably influence their total health and their capacity to be effective neither at home and work. The government also was conscious in terms of the benefits if early response and recognition to achieve positive result for Maori people and for society. Latest survey shows that New Zealand still one of the highest suicidal rates among the youth in a developed world and disparities in mental health outcomes for Maori and Non-Maori people. This Blueprint 2 according to the government will help achieve better vision and outcome in the future especially for Maori people, as they emphasize that â€Å"mental health and wellbeing is everyoneâ€℠¢s business†, putting the phase for the future wherein people concerned does their part in protecting and refining mental health and wellbeing. At the government believes that mental health and wellbeing shows a vital role in building a well-effective and useful society. When this proposal would be successfully implemented, heaps of great improvement to Maori’s mental health due to access to services would happen. Some of these are, Maori people suffering from mental health issues doesn’t need to wait for help; they become partners in the process of care; mental health issues will be accepted and treated accordingly on the entire life-course; they would experience good mental health due to hand on hand partnership of the government and the community. Providing an overview of the ‘best practice’ trends for managing the issue is to recognize and create efficient management Maori’s mental health problems. Though it is known that mental health problems are common to them but unfortunately their needs were not met appropriately especially accessing mental health services here in New Zealand. Determining mental health issues and delivering immediate services to Maori people should be considered as the main concern. Rendering most effective level of mental health service to them, the government should acknowledged sole viewpoint in Maori’s culture. They should determine Maori’s perception on how they deal with mental health problems and how they do it prior on rendering this mental health services to them. The Ministry of Health here in New Zealand are trying all the best shots in dealing with mental health problems within Maori people and the accessibility of mental health services but not enough to say that the project was a success. There are heaps of things should be done and changes in terms of accessible mental health services and the government should take in consideration to recognize that there is higher occurrence of mental health disorders within Maori people and their needs for having the said treatment was increasingly unmet as well; the government should prioritize Maori people when determining mental health illnesses/disorders and prioritize them when rendering early actions; the government should recognize that there is a difference within Maori people on how they see the health problem as a whole, their knowledge regarding mental health problem and their treatment goals based on their culture and beliefs; ensuring care rendered to them is culturally in a right manner a nd lastly create a partnership with Maori healthcare providers and treatment should be acceptable to clients culture and their whanau. In addition, in terms of accepting mental health problems in Maori, mostly they exhibit mental health disorder likely the same way with non-Maori clients but healthcare provider should welcome appearance including much spiritual and physical manifestations of suffering. Majority of health professionals should be conscious with these manifestations to be able to search for expert advice to clear the problem and render proper actions. Having an effective communication between health professionals and clients is a meaningful aspect to be able to distinguish mental health problem/ disorder and so appropriate mental health services will be rendered as early as possible depending on client’s needs. Providing enough time to establishing therapeutic relationship is vital on the entire process. Like for example the GP would introduce himself properly and knowing his/her client well, the GP should dig more deeply the client’s background, culture, about client’s family/ wha nau and create good connection. Providing the client all the time and patiently listening to client’s story contribute as well for a successful treatment process. And the other thing was, the GP or healthcare provider should take into account that mental health problems usually go along with substance abuse problems and clients/ individuals may encounter heaps of mental health problems at the same time. Analysing the ethics and power cultural safety used on healthcare practice the government should recognize different principles for better understanding and as a guide on rendering mental health care services to Maori people. The first principle was, the cultural safety’s goal was to enhance the New Zealanders wellbeing and relates entire relationships by emphasizing positive health consequences and health improvements, healthcare providers including nurses and GP’s should recognize Maori’s beliefs and customs compared to other non-Maori clients like for instance and this could be according to their age or group, sexuality, sexual preference, profession and social and economic status, ethnic foundation, spiritual belief and disability. The second principle of cultural safety aims to improve the provision of health and disability services by having a culturally safe healthcare professional workforce in a way like recognizing the power connection between the service provider and the individuals who are using the health services. The healthcare professional acknowledge and works together with other people after undertaking a thorough process of institutional and own analysis and enabling the service users. Individuals should be able to convey degrees of identified hazard or safety. Helping healthcare professionals to comprehend the diversity throughout their own cultural reality and the effect of that to any individuals who varies in some other way from themselves. Concerning social science models that strengthen the art of healthcare practice, wherein understanding that healthcare practice is further than carrying out the duty but rather it is more on responding and relating effectively to individuals with varied nee ds in such a way that the people who uses the health services can characterize as safe. The third principle of cultural safety is general in its application by accepting the disparities within healthcare communications that signifies the microcosm of disparities in health that have existed throughout history and inside our nation and more largely on addressing the source and result association of history, politics, socioeconomic status, housing, education, sexuality, personal experiences of individuals using health services. In addition, recognizing the validity of disparity and diversity in people’s attitudes and social structure and recognizing the behaviour and beliefs, guidelines and customs of health and disability service providers can turn as barriers on accessing the services concerning quality development on rendering the service and service user’s rights. Lastly the fourth principle concerning cultural safety has an attached emphasis on comprehending the effect of the healthcare professional as a carrier of his/her own culture; the history, behaviour and life experiences. Challenging healthcare provider to assess their custom carefully, accepting the power relationship in healthcare is biased toward the health and disability service provider. This principle emphasize on balancing the power connections in healthcare practice so that every client receives an efficient service, prepare healthcare professionals to decide any tension between the cultures of healthcare professional and the service users. Recognizing that those power imbalances can be assessed, bargained and changed to render equitable, efficient and appropriate delivery of service wherein it lowers the risk to the people who may then estranged from the service. This principle highlights that result on understanding of self, the rights of other people and validity of dispari ties and it should support the healthcare professional with skills in working with different type of people. REFERENCES Word Health Organization. Retrieved from http://www.who.int/features/factfiles/mental_health/en/ Mental Health Commission (June 2012). Retrieved from http://www.hdc.org.nz/media/207642/blueprint%20ii%20how%20things%20need%20to%20be.pdf Ministry of Health. 2013. Mental Health and Addiction: Service use 2009/10. Wellington: Ministry of Health. Retrieved from http://www.health.govt.nz/publication/mental-health-and-addiction-service-use-2009-10 Best Practice Journal. Recognising and managing mental health problems in MÄ ori. Retrieved from http://www.bpac.org.nz/BPJ/2010/June/mentalhealth.aspx â€Å"Oakley Browne M, Wells J, Scott K, (eds). Te Rau Hinengaro: The New Zealand Mental Health Survey. Wellington, New Zealand: Ministry of Health; 2006.† â€Å"Ministry of Health. Te Puawaitanga: Maori mental health national strategic framework. Wellington: Ministry of Health; 2002.†

Unified Threat Management System

`Unified Threat Management System’s What is Unified Threat Management System? Unified threat management system is the emerging trend in the network security market. Utm appliances have evolved from traditional firewall/VPN products into the solution with many additional capabilities . i. e Spam blocking, Gateway antivirus, Spyware Prevention, Intrusion prevention, URL filtering. (guard, n. d. ) All these functions were previously provided and handled by multiple systems.UTM systems also provide integrated management, monitoring and logging capabilities to streamline deployment and maintenance. How Unified Threat Management Systems works? Unified Threat Management eliminates the need for machine to machine protection. It is the combination of multiple security features integrated into one single hardware platform. Therefore offering layers of security features within a corporations network. The Machines UTM Machine is what provides multiple solutions to an entire network of mac hines.It works off the assumption that blended threats cannot be abated under one solution alone. Even with the use of multiple solutions there seems left a hole within the security of the network. When there is the use of multiple different solutions there seems a confusion as well as the need for updates and monitoring of several different brands of security measures which lead to problems within an organization. With the introduction of Unified Threat Management in 2004, this idea was taken and turned into one system solution for businesses on the small to medium level.The idea of this solution was to take the need for multiple brands of solutions and combine it into a multilayer solution for the security needs of an organization. (jaringankita, 2012) Data Security services in cloud computing is still mystery for the customers although service providers have implemented all standard technologies that you can imagine: state ful inspection firewalls, Intrusion Detection and Prevent ion devices, Web services firewalls, Application firewalls, Spam filters, Antivirus, Anti-Spyware, Gateway Level File Inspections, etc.But customers are not able to specifically identify the controls applicable on their files/folders because they do not know the physical location of them (as you must be knowing, files get distributed into multiple virtual machines spread across multiple data centres). In this context, a new concept is evolving. It is called â€Å"Unified Threat Management System (UTM System)†.In UTM, a separate service provider builds a lot of controls for the customers that can be shared through â€Å"subscription model† (similar to the cloud computing model) and can assure security for the customer’s assets by seamlessly integrating their UTM solutions with the Cloud hosting service providers. The customer just needs to buy a leased line connection to the UTM provider and will get all the controls applicable on their hosted environments Curren tly, cloud computing service providers are operating in three different modes – Software as a Service (SaaS), Platform as a Service (PaaS) and Infrastructure as a Service (IaaS).However, a fourth mode is emerging rapidly to provide security solutions on cloud computing infrastructures – Unified Threat Management as a Service (UTMaaS). Unified threat management (UTM) service for cloud hosting users is a rapidly emerging concept in which, the security controls for the end users are managed by a third party, that allow the user sessions from thousands of clients through their systems and ensure optimum protection and personalization.Their services span from network security controls to application security controls. Cloud hosting customers may need a Leased Circuit Connection to the UTM provider, that serves as a backhaul connection to the Cloud Hosting provider with appropriate peering between the security controls and the infrastructure maintained by the cloud provider and the corresponding client environment for the customers. (etcoindia, 2012) Works Cited etcoindia, 2012. cademic research on new challenging in it. [Online] Available at: http://etcoindia. blogspot. com/ [Accessed 15 November 2012]. guard, w. , n. d. unified threat management system. [Online] Available at: http://www. watchguard. com/why/utm. asp [Accessed 21 November 2012]. jaringankita, 2012. knowing unified managemnet system. [Online] Available at: http://www. jaringankita. com/blog/knowing-unified-threat-management-utm [Accessed 21 November 2012].

Motivation: Theory and Practice Essay

Motivation theories and practices remain as one of the most difficult subject to understand. In order to fully comprehend this topic, one must go through several disciplines and enormous research. This is especially crucial in the workplace. There is no methodology that is more efficient in increasing productivity than using motivation. Despite the importance of practicing motivation theories, it is still an area that very few have ventured in. One of the many reasons behind the reluctances of managers to carry out motivation theories is due to the complexity of understanding human behavior (Landy & Conte, 2007). Therefore, it is safe to say that most theories of motivation deal with the different aspects of human nature. This paper is going to look at 4 different motivational models. They are Maslow’s hierarchy of needs, Aldefer’s ERG theory, Herzberg’s two factor theory as well as Adam’s equity theory. The similarities and differences of these models will also be discussed in this paper. This is the prerequisite knowledge for the next section of the paper that is application of these theories by managers in order to help reduce the problem of involuntary absenteeism in the workplace and employee disengagement. Motivational models  Maslow’s hierarchy of needs Nobody can make a dent bigger than Abraham Maslow who introduces the hierarchy of needs model in 1940s. There are 4 layers in this motivational model and it is often portrayed in the form of a pyramid (Pride, Hughes & Kapoor, 2004). He believes that certain human needs are dominated over others. Therefore, at the bottom of the pyramid is the most basic and important needs of a human being. This layer consists of fulfilling the physiological needs of an individual such as food, water and air (Pride, Hughes & Kapoor, 2004). Literally, these are aspects that are required to ensure the human survival. After the physiological needs have been cater to, the second layer of the pyramid is satisfying the safety needs. This can be triggered by war or economic downturn whereby a person seeks for personal security such as family and health as well as financial security like employment and property (Montana & Charnov, 2008). According to Maslow, the third hierarchy involves achieving a sense of love and belonging (Montana & Charnov, 2008). This plays true to human’s nature as a social animal. Friendship, family and intimacy play an important role in meeting emotional obligation. The next layer is getting respect from others and building self-esteem (Montana & Charnov, 2008). Lacking in these aspects will lead to helplessness and depression. Finally, at the top of pyramid is the layer of self-actualization (Pride, Hughes & Kapoor, 2004). This is the stage where somebody reaches their full potential in life. One of the major criticisms of this model is the need to fulfill a human’s needs according to a hierarchy, from the bottom to the top of the pyramid. However, in real life, a person can be demotivated as a result from various reasons and not following a certain order. Aldefer’s ERG theory Clayton Aldefer comes up with a revised version of Maslow’s hierarchy of needs. The ERG theory also describes the necessity to fulfill human needs according to an order. Each letter of this model represents the three levels of needs. They are existence, relatedness and growth (Hoffmann, 2007). The existence needs are aspects that are needed to maintain the physical well-being of a person (Pattanayak, 2005). After this has been fulfilled, a person will move on to finding the relatedness needs such as building satisfying relationship with others (Pattanayak, 2005). Finally, a person will seek out his or her needs for growth whereby the competence level is developed and full potential is realized (Hoffmann, 2007). One of the major differences between Aldefer’s ERG theory with Maslow’s motivational model is the amount of flexibility. Although it is mainly concentrating on an individual fulfilling his or her needs progressively, Aldefer also acknowledges that a person may regress to lower level needs as they are easier to reach a level of satisfaction. Besides that, this flexibility also allows ERG theory to justify and observe a wider range of behavior. Therefore, ERG theory understands that different people will have different needs and the order can be changed or even, pursued at the same time. Herzberg’s two factor theory Frederick Herzberg is the psychologist who founded the two factor theory. According two him, there are two factors that play an important role in the enhancement of motivation and satisfaction of an employee in the workplace. They are known as the hygiene and motivator factor (Tosi, Mero & Rizzo, 2000). Hygiene factors are aspects to avoid unpleasantness while working but do not guarantee satisfaction (Tosi, Mero & Rizzo, 2000). This includes good working condition, feelings of job security, quality relationship with supervisor and colleagues, company policy, salary and etcetera. Meanwhile, motivator factors will lead to personal growth as well as job satisfaction (Schermerhorn, 2011). These factors are important in order to motivate employees to work harder and increase productivity. Components such as gaining recognition, opportunity for promotion, given more responsibility and stimulating work, just to name a few, will motivate workers to improve their performances. Herzberg’s two factor theory is similar to Maslow’s hierarchy of needs in terms of acknowledging the necessity to fulfill the requisites so that, motivation can occur. However, Herzberg argues that only the highest level of Maslow’s pyramid, self-actualization, can lead to motivation (Schermerhorn, 2011). The lower needs will only cause dissatisfaction if they are not fulfilled. Adam’s equity theory This motivational theory is named after John Stacey Adam. The equity theory states that there should be an equal balance between an employee’s output and input in order to create motivation, satisfaction and productivity (Miner, 2007). An employee’s input is what and how much they put into the work (Miner, 2007). This includes variants such as effort, loyalty, hard work, commitment, flexibility, trust in superiors and personal sacrifice. Meanwhile, an employee’s output is what he or she gets back in return (Jones, Steffy & Bray, 1991). Determinants like financial rewards, recognition, a sense of achievement, praise and job security will be taken into consideration. There is a similarity between Adam’s equity theory with models that are proposed by Maslow and Herzberg. He agrees that subtle factors can affect the perception of an individual towards his or her work. However, the equity theory model is more fluid and thus, creates awareness as well as understanding to better handle wider situations from humans’ multi-faceted behavior (Jones, Steffy & Bray, 1991). Application of motivational theories by managers in the workplace Motivation plays a crucial role in any organizations in terms of increasing productivity. The effectiveness of a company is highly dependent on their employees’ desire to strive for success. On the other hand, demotivated workers can cause several problems. One of them is the involuntary absenteeism in the workplace. This is an indicator of low performance as workers are unable to complete their duty or obligation to their fullest. Another issue with demotivated workers is disengagement. Disengaged employees are not interested or have no passion in their jobs anymore. This feeling will reflect on their poor work performances. This section discusses the application of motivational theories that have been mentioned above by managers to solve the aforesaid problems in the workplace. There are many factors that can contribute to the demotivation of employees. Mainly, this is caused by the feeling of dissatisfaction with their work. One way managers can motivate their workers is through the creation of incentives such as gift cards, giving recognition and orchestrating friendly competitions (Landy & Conte, 2007). Based on Maslow’s motivational model, managers can offer different incentives to help employees to fulfill each need. Therefore, managers should also be aware that each employee is motivated in different ways and requires different incentive plans that cater to their needs (Landy & Conte, 2007). Besides that, employees do not move up the hierarchy at the same time and on the same pace. Apart from that, managers can try to motivate their employees by practicing Herzberg’s motivational theory. Adopting a more democratic approach can actually help to curb problems such as absenteeism and disengagement as employees have a positive view about their jobs (Lussier & Achua, 2009). One way is to give the workers a variety of tasks to perform. This will make the job seems more interesting and less mundane. Managers should also not be fraid to challenge their employees with more complex tasks. This can be stimulating and create a sense of accomplishment when employees are able to complete them. Besides that, managers can consider giving their workers more power when it comes to making decisions about their jobs. If a manager practices the ERG theory, he or she will come up with plans that concentrate on the various needs of the employees at one time in order to motivate them (Lussier & Achua, 2009). The frustration-regression step should also be taken into serious consideration (Landy & Conte, 2007). Therefore, an employee should not be blamed when he or she takes a step backward in their job performance because the environment does not allow him or her to have the opportunity to grow personally and advance to a higher status. It is important for managers to take care of this situation as soon as possible because frustrated employees who are not satisfied with their jobs will lead to demotivation after a prolong period of time. This is when employees have the tendency to be absent or disengage from their work. Finally, managers who like to apply Adam’s equity theory in order to motivate their employees should be aware that there must be a fair return to compensate for the work done by their employees (Lussier & Achua, 2009). However, this can be rather confusing as each employee has different notions on what constitutes a fair deal as it is often injected with personal values by the workers (Landy & Conte, 2007). For example, a single working mother may accept a lower salary to trade for shorter working hours so that, she can spend more time with her family will consider this to be fair. Besides that, an overly generous manager who pays excessively to his or her employees can also create an imbalance in the input and output scale. An overpaid employee has the tendency to decrease their productivity and feel demotivated. Conclusion This paper has looked at four different motivational theories. They are Maslow’s hierarchy of needs, Aldefer’s ERG theory, Herzberg’s two factor theory and Adam’s equity theory. Besides that, a brief discussion on the imilarities and differences of these motivational models are also included in this paper. A thorough understanding in this area is crucial for managers in handling demotivated employees. Effective application of motivational theories will solve various problems such absenteeism and employee disengagement. Employees who are satisfied and motivated can increase the productivity of their companies. In a nutshell, managers who can create a motivated working environment by making use of the study in huma n nature will be able to reap the benefits.

Modern Political Theory Hobbes And Locke s Difference...

Modern Political Theory Hobbes’s and Locke’s Difference in Theories of State (#2) Ramon Roque Jr. Political Science 3341-01 Fall 2016 Modern Political Theory Hobbes’s and Locke’s Difference in Theories of State Thomas Hobbes and John Locke are among the greatest philosophers whose political thoughts have laid down the foundations of modern politics. It’s possible to offer explanation in various endeavors that affect the humans in the modern setting using various concepts and thoughts as presented by the two philosophers. Their theories of state are derived from a similar background or concepts but yielded distinct conclusions. In this essay, an account of the reasons behind their different conclusions on theory of state will be comprehensively discussed. The invaluable yet different set of conclusions founded from a similar concept by the two authors can be attributed by various distinct foundations of thoughts. The buildup to the different theories of formation of government precedes a divergent representation of thoughts that is supported in different manner and various distinct justifications. Their different defin itions of various terms and concepts and sometimes similarity in thoughts but difference in setting attributes to their different point of view from a similar source of their theories. Based on their thoughts on state of nature, representation, social contract and natural rights, formulation of justification of their difference in their theories ofShow MoreRelatedThomas Hobbes and John Locke Essay1020 Words   |  5 PagesHobbes and Locke John Locke and Thomas Hobbes were famous political Theorists among other things in their time. Hobbes who was born 40 years before Locke had a very different perspective to Locke and both will be examined more through this essay. 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